When you are promoted from an individual contributor role into a leadership position, your job is going to undergo some fundamental changes, both in a practical day-to-day sense and in terms of the emotional and psychological impact.

To make a successful transition, you will need to adapt accordingly. This will require a shift in your focus and mindset, as well as a commitment to adopting leadership disciplines that will underpin your success.

What exactly is going to change? Let’s start by looking at five key areas.

1) Your friends are no longer your friends. If you’re promoted to lead the team that you were once a part of, a relationship reset may be necessary. Effective leadership demands that you be even-handed in your treatment of every team member. Playing favorites (on any basis other than performance) will erode your team’s motivation and commitment. The rule of thumb is to be friendly, not friends with your people. This may require you to put some professional distance between yourself and certain team members.

2) You have a duty of care. You used to be responsible only for your own behavior and performance. Now, that responsibility extends to every individual on your team. That means you have to ensure that your people have clear objectives, that their physical and mental well-being are safeguarded, that they’re given clear feedback and strong direction. It also requires a balancing act — the trade-off between the interests of the individual and those of the organization.

3) You’re entrusted to manage resources. As a leader, you’re a steward of your organization’s resources — people, money, and assets. Managerial diligence demands that every decision you make optimizes the resources entrusted to you. This stewardship must take precedence over your own popularity, fear, and self-interest: If you do the right thing by your organization, it will ultimately do the right thing by you.

4) You need to contribute more broadly. Joining a leadership team gives you a voice, which presents both an opportunity and an obligation. You’re not only accountable for the outcomes of your own team, but also for contributing to the collective value that’s delivered by the leadership team you’ve become a part of. Great leaders seek to optimize the overall value delivered by the broader group, even at the expense of their own work.

5) You must align yourself with the intent of senior management. As an individual contributor, you may have the luxury of being able to criticize the decisions made above you. As a leader, you don’t. You have to support the goals and objectives of the CEO and executive team. This doesn’t mean you can never ask “how” or “why,” but ultimately, you are being paid to execute and deliver on management intent — whether you agree with it or not. If you continue to grow and move up to higher levels, you will have a greater opportunity to influence what that intent is.